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@RESULTSdotcom @StephenLynch
90% of those who join health and fitness clubswill stop going within the first 90 days.International Health Club Association
90% of strategies FAIL due to poor execution [1]
Only 27% of employees have accessto their company strategic plan[2]
Only 1 in 20employeesunderstands theircompany strategy [3]?
Only 15% of employees knowtheir company’s top prioritiesOnly 6% know their ownindividual priorities [4]
92% of companies don’t measure KPIs [3]
- A measurable goal with a deadline- Long timeframe- Clear, compelling and easy to grasp- Inspires all your people, not ju...
it
First we set our GoalThen we plan our Strategy -our climbing route & base camps along the way
What could your company be the best in the world at?List your answers below:
What is your company passionate about? (Core Purpose)List your answers below:
How will you make money in the future?(your business model)List your answers below:
Describe your company at a future date: (e.g. 2020)Question: Your decision:What will be your revenue?What will be your pro...
What products and services will you be offering?List your answers below:
What geographic locations will you be serving?List your answers below:
Describe a typical work day at your future company?List your answers below:
What other measures of success have you achieved?List your answers below:
BHAG© – statementThe words, phrases, and vivid, detaileddescriptions of your ideal future visionwhich underpin your BHAG©B...
Typically expressed as a goal statement (supported by a vividdescription of what your company will be like when you achiev...
State your BHAG©State your BHAG© (in <140 characters)
Where will you display your BHAG©so it is clearly visible to your people every day?List your answers below:
BHAG©Core Values Core PurposeVision
BHAG ©The compelling view you will see when you reach the top
Core ValuesRules for team behavior, no matter what mountain you climb
Core PurposeThe reason why you climb mountains at all
OperationsHead ofCompanyMarketingSalesFinanceR&DTechnologyCustomerSatisfaction“First Who, then What.Get the right people o...
What is Strategy?
Strategy = choosing the right actionsto ensure your future successExecution = implementing the right actions
“Without Strategy, execution is aimless.Without Execution, strategy is useless”Morris Chang
“Strategy is resource allocation.When you strip away all the noise,that’s what it comes down to.Strategy means making clea...
“Many managers do notunderstand the importanceof having a clear strategy.Strategy is aboutmaking trade-offs.The essence of...
“The difference betweensuccessful peopleand very successful peopleis that very successful peoplesay "no" to almost everyth...
Dual Vision
“Companies need to operatewith one eye focused onthe short-term, and one eyefocused on the long-term.Short-term is about p...
“Long-term is NOT aboutperformance improvement.It is about forgetting the pastand reshaping the businessto compete more ef...
“The temptation of businessis always to feed yesterdayand to starve tomorrow”Peter Drucker
Gary Hamel
“You must be slow in deliberation and swift in execution”
“All action must, to a certain extent,be planned in a mere twilight"Carl von Clausewitz
“Everyone has a plan untilthey get punched in the mouth”Mike Tyson
“You cant control the wavesbut you can learn to surf”Jon Kabat-Zinn
“Every leader needs toclearly explain the top 3 thingsthe company is working on.If you cant,then youre not leading well”Je...
Industry Analysis
“The questionsremain the same.It’s the answersthat keep changing”Albert Einstein
Don’t know the answer to a question?You need to know!What will you do to find out?
The 5 Forces that shape industriesRivalry betweenexisting competitors
Who are your major COMPETITORS?(companies offering similar products / services)Now? Within the next 3-5 Years?
How competitive will your industry become?(Industry life cycle: introduction > growth > maturity > decline / Industry grow...
What strategic moves are your major COMPETITORSlikely to make?Now? Within the next 3-5 Years?
What strategic moves do you need to maketo address COMPETITOR “threats” or “opportunities”?Now? Within the next 3-5 Years?
"If everything you do needs to workon a 3 year time horizon, thenyoure competing against a lot ofpeople.But if youre willi...
Threat ofNew Entrants
"Firms are remarkably creative in defendingtheir entrenched technologies, which oftenreach unimaginable heights of eleganc...
“Out there in some garage is an entrepreneur whosforging a bullet with your companys name on it.Youve got one option - sho...
How will NEW ENTRANTS influence your industry?(Industry barriers / Capital requirements / Learning requirements / Access t...
What strategic moves do you need to maketo address NEW ENTRANT “threats” or “opportunities”?Now? Within the next 3-5 Years?
Threat of Substitutes
SUBSTITUTE OFFERINGS influencing your industry?( Technology changes / Industry structure changes / Availability of substit...
What strategic moves do you need to maketo address SUBSTITUTE “threats” or “opportunities”?Now? Within the next 3-5 Years?
Bargaining Powerof Suppliers
What do you need to pay forto run your business?
Who (or what) are your major SUPPLIERS?Now? Within the next 3-5 Years?
How will SUPPLIERS influence your industry?( Cost of supplies / Negotiating power / Access to alternative sources of suppl...
What strategic moves are your SUPPLIERSlikely to make?Now? Within the next 3-5 Years?
What strategic moves do you need to maketo address SUPPLIER “threats” or “opportunities”?Now? Within the next 3-5 Years?
Bargaining Power of Customers
Who (or what) are your major CUSTOMERS?Now? Within the next 3-5 Years?
How will CUSTOMERS influence your industry?( Customer power to dictate prices or terms / Ability to influence other custom...
What key moves are your CUSTOMERSlikely to make?Now? Within the next 3-5 Years?
What strategic moves do you need to maketo address CUSTOMER “threats” or “opportunities”?Now? Within the next 3-5 Years?
Political Factors
POLITICAL factors influencing your industry?(Industry specific regulations / political spectrum left vs. right / political...
What strategic moves do you need to maketo address POLITICAL “threats” or “opportunities”?Now? Within the next 3-5 Years?
EconomicFactors
ECONOMIC factors influencing your industry?( economic growth / interest rates / exchange rates / inflation / availability ...
What strategic moves do you need to maketo address ECONOMIC “threats” or “opportunities”?Now? Within the next 3-5 Years?
Social Factors
SOCIAL factors influencing your industry?(demographic trends / career attitudes / health issues / environmental concerns /...
What strategic moves do you need to maketo address SOCIAL “threats” or “opportunities”?Now? Within the next 3-5 Years?
TechnologyFactors
TECHNOLOGY factors influencing your industry?(New technologies / Rate of technology adoption / Impact of internet and mobi...
What strategic moves do you need to maketo address TECHNOLOGY “threats” or “opportunities”?Now? Within the next 3-5 Years?
Target Market
Geographic Area
“There is only 1winning strategy.Carefully definethe target market,and direct a superior offeringto that target market.”Ph...
Doug’s rule = “Delight the few to attract the many”Target market = “Who” your ideal customers areYour target market are th...
The target market is the centerof your marketing “bulls eye”“Who” you have in mind when you design yourproduct / service -...
When you have a clear target market:Your product / service design has more clarity & focus(you know who you are building i...
Seth Godin
Seth Godin
A product for everybody is a product for nobodyDon’t cater for the masses,cater to your ideal target customerFocus on your...
Who are your most profitable customers?Describe your most profitable customers Give an example
Who are your most influential customers?Describe your most influential customers Give an example
What type of customer has the most potential for growth?Now? Within the next 3-5 Years?
Don’t know the answer to a question?You need to know!What will you do to find out?
The ideal target customer COMPANY:Question: Your decision:Industry types?Revenue?(as narrow a bracket as possible)Number o...
The ideal target customer PERSON (purchase decision maker):Question: Your decision:Male or Female ?(select one)Age?(within...
The ideal target customer PERSON (purchase decision maker):Question: Your decision:Geographic location?Lifestyle descripti...
The ideal target customer PERSON (purchase decision maker):Question: Your decision:Media they consume?(TV, magazines, radi...
The ideal target customer PERSON (purchase decision maker):Question: Your decision:What is the typical buying process: fro...
The ideal target customer PERSON (purchase decision maker):Question: Your decision:What DO they like about your industry?W...
With regard to what your company provides:Question: Your decision:What is the customer trying to achieve?“jobs to be done”...
She is 35-45 years oldShe is a very hard working motherShe is married to a hard working husband & they own their own busin...
Describe in < 140 CharactersDescribe your ideal target market customer: (in <140 characters)Describe what your ideal custo...
Key Benefits you offer to meet the customer’s needs?Now? Within the next 3-5 Years?
The way you interact with your target customer?Now? Within the next 3-5 Years?
Core Competencies you need to meet the customer’s needs?(e.g. People, Skills, Technologies, Special Abilities)Now? Within ...
Geographic AreaGeographic Area
What geographies will you offer your products / services to?Now? Within the next 3-5 Years?
Value DisciplineWhat game are we playing (to win)?
Strategic FocusWhat do your targetcustomers value most?Value Discipline(Generic Strategy)Company examplesLow costConsisten...
"Different customers buy different kinds of value.You cant hope to be the best in all dimensions,so choose your customers ...
What is your chosen Value Discipline (Generic Strategy)?Question: Your decision:What is your chosen Value Discipline?
Core vs. Non Core Activities
List all the activities you currently performNow?
“Leaders must decide:What is our business?What should it be?What is not our business?What should it not be?”Peter Drucker
“Strategy is resource allocation.When you strip away all the noise,that’s what it comes down to.Strategy means making clea...
“Many managers do notunderstand the importanceof having a clear strategy.Strategy is aboutmaking trade-offs.The essence of...
“The difference betweensuccessful peopleand very successful peopleis that very successful peoplesay "no" to almost everyth...
“There is nothing so useless as doing efficientlythat which should not be done at all.” Peter Drucker
CORE vs. CONTEXTCORE: Activities where you have “special abilities”that create a dramatic and meaningful point of differen...
3-5 Year Strategic Moves
“Every leader needs toclearly explain the top 3 thingsthe company is working on.If you cant,then youre not leading well”Je...
On an annual basis thoroughly review and update your:Vision (BHAG© / Core Values / Core Purpose)Industry AnalysisTarget Ma...
List all the Strategic Moves you have identified so farNow? Within the next 3-5 Years?
What are the top 3 strategic moves to position your firmfor industry success within the next 3-5 years?3-5 Year Strategic ...
Make it obvious!
“Our people” is not a strengthWhat is it about your people that makes your team strong?E.g. “Highly qualified people”“Mark...
What are the key strengths / assets / competencies withinyour current business that you can leverage?Rank your Top 5 Stren...
What are the biggest weaknesses within your current businessthat could be fixed or improved in the next 12 months?Rank you...
What opportunities can you pursue over the next 12 months(aligned to your BHAG & 3-5 Year Strategic Moves)that will positi...
What external threats do you need to reduce(or closely monitor) to ensure they do not derail your plans?Rank your Top 5 Th...
Current Strategic Projects
SpecificMeasurableAchievableRelevantTime boundSAMRT
What are the top 3 Strategic Projectsyour company (or team) needs to execute this quarter?- Must address one or more issue...
“However beautiful the strategy, youshould occasionally look at the results”
@RESULTSdotcom @StephenLynch
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
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Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
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Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
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Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
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Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
Strategic Planning Gateway Church 7 may 2013
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Strategic Planning Gateway Church 7 may 2013

  1. 1. @RESULTSdotcom @StephenLynch
  2. 2. 90% of those who join health and fitness clubswill stop going within the first 90 days.International Health Club Association
  3. 3. 90% of strategies FAIL due to poor execution [1]
  4. 4. Only 27% of employees have accessto their company strategic plan[2]
  5. 5. Only 1 in 20employeesunderstands theircompany strategy [3]?
  6. 6. Only 15% of employees knowtheir company’s top prioritiesOnly 6% know their ownindividual priorities [4]
  7. 7. 92% of companies don’t measure KPIs [3]
  8. 8. - A measurable goal with a deadline- Long timeframe- Clear, compelling and easy to grasp- Inspires all your people, not just the management team- Beyond current capabilities of the organization- Set in understanding, not bravado- Can outlive the involvement of the current leadersCharacteristics of a good BHAG©Note – a BHAG is not about being “as large as possible” – it’s about being “great”Define what greatness looks like for you - and how you will measure it
  9. 9. it
  10. 10. First we set our GoalThen we plan our Strategy -our climbing route & base camps along the way
  11. 11. What could your company be the best in the world at?List your answers below:
  12. 12. What is your company passionate about? (Core Purpose)List your answers below:
  13. 13. How will you make money in the future?(your business model)List your answers below:
  14. 14. Describe your company at a future date: (e.g. 2020)Question: Your decision:What will be your revenue?What will be your profit?Size and scope of your company operations?Number of offices?How many staff?
  15. 15. What products and services will you be offering?List your answers below:
  16. 16. What geographic locations will you be serving?List your answers below:
  17. 17. Describe a typical work day at your future company?List your answers below:
  18. 18. What other measures of success have you achieved?List your answers below:
  19. 19. BHAG© – statementThe words, phrases, and vivid, detaileddescriptions of your ideal future visionwhich underpin your BHAG©Best in world at$$$$CustomersPurposePeople ProductsAchievementsServicesScopeCulture
  20. 20. Typically expressed as a goal statement (supported by a vividdescription of what your company will be like when you achieve it)Sample BHAG statement:“The world’s #1 brand for house cleaning robots,(expression of category leadership)with annual sales of 15,000,000 units by 2020”(plus a tangible measure you can use totrack your progress toward your BHAG)Characteristics of a good BHAG©
  21. 21. State your BHAG©State your BHAG© (in <140 characters)
  22. 22. Where will you display your BHAG©so it is clearly visible to your people every day?List your answers below:
  23. 23. BHAG©Core Values Core PurposeVision
  24. 24. BHAG ©The compelling view you will see when you reach the top
  25. 25. Core ValuesRules for team behavior, no matter what mountain you climb
  26. 26. Core PurposeThe reason why you climb mountains at all
  27. 27. OperationsHead ofCompanyMarketingSalesFinanceR&DTechnologyCustomerSatisfaction“First Who, then What.Get the right people on the bus, then set the direction”
  28. 28. What is Strategy?
  29. 29. Strategy = choosing the right actionsto ensure your future successExecution = implementing the right actions
  30. 30. “Without Strategy, execution is aimless.Without Execution, strategy is useless”Morris Chang
  31. 31. “Strategy is resource allocation.When you strip away all the noise,that’s what it comes down to.Strategy means making clear cutchoices about how to compete.You cannot be everythingto everybody.You have to figure outwhat to say NO to”Jeff Immelt
  32. 32. “Many managers do notunderstand the importanceof having a clear strategy.Strategy is aboutmaking trade-offs.The essence of strategyis choosing what NOT to do.”Michael Porter
  33. 33. “The difference betweensuccessful peopleand very successful peopleis that very successful peoplesay "no" to almost everything”Warren Buffett
  34. 34. Dual Vision
  35. 35. “Companies need to operatewith one eye focused onthe short-term, and one eyefocused on the long-term.Short-term is about projectsrelated to improvingthe current core business,and meeting the needsof today’s target customers.”Philip Kotler
  36. 36. “Long-term is NOT aboutperformance improvement.It is about forgetting the pastand reshaping the businessto compete more effectivelyin the future.Often, this demands bold,disruptive strategic movesaway from the presentto reshape the companyfor future success.”Philip Kotler
  37. 37. “The temptation of businessis always to feed yesterdayand to starve tomorrow”Peter Drucker
  38. 38. Gary Hamel
  39. 39. “You must be slow in deliberation and swift in execution”
  40. 40. “All action must, to a certain extent,be planned in a mere twilight"Carl von Clausewitz
  41. 41. “Everyone has a plan untilthey get punched in the mouth”Mike Tyson
  42. 42. “You cant control the wavesbut you can learn to surf”Jon Kabat-Zinn
  43. 43. “Every leader needs toclearly explain the top 3 thingsthe company is working on.If you cant,then youre not leading well”Jeffrey Immelt
  44. 44. Industry Analysis
  45. 45. “The questionsremain the same.It’s the answersthat keep changing”Albert Einstein
  46. 46. Don’t know the answer to a question?You need to know!What will you do to find out?
  47. 47. The 5 Forces that shape industriesRivalry betweenexisting competitors
  48. 48. Who are your major COMPETITORS?(companies offering similar products / services)Now? Within the next 3-5 Years?
  49. 49. How competitive will your industry become?(Industry life cycle: introduction > growth > maturity > decline / Industry growth rate / Industry profitability /Number of competitors / Market share / Capital requirements / Globalization / Commoditization / Costadvantages / Economies of scale / Friendly vs. Aggressive competition)Now? Within the next 3-5 Years?
  50. 50. What strategic moves are your major COMPETITORSlikely to make?Now? Within the next 3-5 Years?
  51. 51. What strategic moves do you need to maketo address COMPETITOR “threats” or “opportunities”?Now? Within the next 3-5 Years?
  52. 52. "If everything you do needs to workon a 3 year time horizon, thenyoure competing against a lot ofpeople.But if youre willing to invest on a7 year time horizon, youre nowcompeting against a fraction ofthose people, because very fewcompanies are willing to do that.We cant realize our potential aspeople or as companies unless weplan for the long term."
  53. 53. Threat ofNew Entrants
  54. 54. "Firms are remarkably creative in defendingtheir entrenched technologies, which oftenreach unimaginable heights of elegance anddesign and technical performance only whentheir demise is clearly predictable.“James Utterback
  55. 55. “Out there in some garage is an entrepreneur whosforging a bullet with your companys name on it.Youve got one option - shoot first” Gary Hamel
  56. 56. How will NEW ENTRANTS influence your industry?(Industry barriers / Capital requirements / Learning requirements / Access to supplies / Access todistribution / Performance vs. incumbents / Perceived differentiation in customers’ mind / Loyaltyto incumbents / Switching costs / retaliation by incumbents / “Innovator’s dilemma”)Now? Within the next 3-5 Years?
  57. 57. What strategic moves do you need to maketo address NEW ENTRANT “threats” or “opportunities”?Now? Within the next 3-5 Years?
  58. 58. Threat of Substitutes
  59. 59. SUBSTITUTE OFFERINGS influencing your industry?( Technology changes / Industry structure changes / Availability of substitutes / Performance ofsubstitutes / Perceived differentiation in customers’ mind / Switching costs / Customer desire toseek out alternative solutions to satisfy their need)Now? Within the next 3-5 Years?
  60. 60. What strategic moves do you need to maketo address SUBSTITUTE “threats” or “opportunities”?Now? Within the next 3-5 Years?
  61. 61. Bargaining Powerof Suppliers
  62. 62. What do you need to pay forto run your business?
  63. 63. Who (or what) are your major SUPPLIERS?Now? Within the next 3-5 Years?
  64. 64. How will SUPPLIERS influence your industry?( Cost of supplies / Negotiating power / Access to alternative sources of supply / Switching costs /Forward integration – supplier becomes competitor)Now? Within the next 3-5 Years?
  65. 65. What strategic moves are your SUPPLIERSlikely to make?Now? Within the next 3-5 Years?
  66. 66. What strategic moves do you need to maketo address SUPPLIER “threats” or “opportunities”?Now? Within the next 3-5 Years?
  67. 67. Bargaining Power of Customers
  68. 68. Who (or what) are your major CUSTOMERS?Now? Within the next 3-5 Years?
  69. 69. How will CUSTOMERS influence your industry?( Customer power to dictate prices or terms / Ability to influence other customers / Customer reviews /Perception of differentiation between vendors / Loyalty / Switching costs / Backward integration –customer becomes competitor)Now? Within the next 3-5 Years?
  70. 70. What key moves are your CUSTOMERSlikely to make?Now? Within the next 3-5 Years?
  71. 71. What strategic moves do you need to maketo address CUSTOMER “threats” or “opportunities”?Now? Within the next 3-5 Years?
  72. 72. Political Factors
  73. 73. POLITICAL factors influencing your industry?(Industry specific regulations / political spectrum left vs. right / political stability / laws / taxes /trade policy / wars / environmental issues / health / safety / consumer laws / employment laws)Now? Within the next 3-5 Years?
  74. 74. What strategic moves do you need to maketo address POLITICAL “threats” or “opportunities”?Now? Within the next 3-5 Years?
  75. 75. EconomicFactors
  76. 76. ECONOMIC factors influencing your industry?( economic growth / interest rates / exchange rates / inflation / availability of credit / investor interest /changes in customer purchasing habits / use of debt and leverage vs. more frugal spending)Now? Within the next 3-5 Years?
  77. 77. What strategic moves do you need to maketo address ECONOMIC “threats” or “opportunities”?Now? Within the next 3-5 Years?
  78. 78. Social Factors
  79. 79. SOCIAL factors influencing your industry?(demographic trends / career attitudes / health issues / environmental concerns / communication styles /social behaviors / online behaviors / media consumption / purchasing behaviors / cultural differences /generational differences / income equality / society’s evolving attitudes, values & beliefs)Now? Within the next 3-5 Years?
  80. 80. What strategic moves do you need to maketo address SOCIAL “threats” or “opportunities”?Now? Within the next 3-5 Years?
  81. 81. TechnologyFactors
  82. 82. TECHNOLOGY factors influencing your industry?(New technologies / Rate of technology adoption / Impact of internet and mobile / Social media /New devices & interfaces / Jobs replaced by technology / Business models disrupted by technology)Now? Within the next 3-5 Years?
  83. 83. What strategic moves do you need to maketo address TECHNOLOGY “threats” or “opportunities”?Now? Within the next 3-5 Years?
  84. 84. Target Market
  85. 85. Geographic Area
  86. 86. “There is only 1winning strategy.Carefully definethe target market,and direct a superior offeringto that target market.”Philip Kotler
  87. 87. Doug’s rule = “Delight the few to attract the many”Target market = “Who” your ideal customers areYour target market are the customers you seek todelight and excite the most with your offer
  88. 88. The target market is the centerof your marketing “bulls eye”“Who” you have in mind when you design yourproduct / service - and your marketing communicationsIt does not necessarily mean they will make up themajority of your sales volume
  89. 89. When you have a clear target market:Your product / service design has more clarity & focus(you know who you are building it for)Marketing communications are more effective(you know who you are talking to)Target customer perceives you as the expert at meetingtheir needs - “This company is talking to me”(experts can get charge more and earn higher margins)
  90. 90. Seth Godin
  91. 91. Seth Godin
  92. 92. A product for everybody is a product for nobodyDon’t cater for the masses,cater to your ideal target customerFocus on your most profitable market segment,the one with the most growth potential,the one that is most influential.Design a product / service that is remarkable to them
  93. 93. Who are your most profitable customers?Describe your most profitable customers Give an example
  94. 94. Who are your most influential customers?Describe your most influential customers Give an example
  95. 95. What type of customer has the most potential for growth?Now? Within the next 3-5 Years?
  96. 96. Don’t know the answer to a question?You need to know!What will you do to find out?
  97. 97. The ideal target customer COMPANY:Question: Your decision:Industry types?Revenue?(as narrow a bracket as possible)Number of staff?(as narrow a bracket as possible)Geographic locations?
  98. 98. The ideal target customer PERSON (purchase decision maker):Question: Your decision:Male or Female ?(select one)Age?(within a 10 year age bracket or less)Marital / Relationship / Family status?(a description of their home life)Occupation?Income?(as narrow a bracket as possible)
  99. 99. The ideal target customer PERSON (purchase decision maker):Question: Your decision:Geographic location?Lifestyle description?Core Values / Attitudes / Beliefs?Brand names they associate with?(car, clothing, jewelry, technology, shops, equipment, tools,sports goods, games etc)Heroes / Roles models?(who they aspire to be like)
  100. 100. The ideal target customer PERSON (purchase decision maker):Question: Your decision:Media they consume?(TV, magazines, radio, newspapers, websites, aggregatorsetc – which ones?)Media they participate in?(social media, games – what brands? What platforms?)Who (or what) influences their purchasedecision?Rate of technology adoption? (see diagram)
  101. 101. The ideal target customer PERSON (purchase decision maker):Question: Your decision:What is the typical buying process: from initialawareness → making the actual $ purchase?What does ideal customer typically purchase?Ideal customer value of purchase?Ideal customer frequency of purchase?Lifetime value of ideal customer?
  102. 102. The ideal target customer PERSON (purchase decision maker):Question: Your decision:What DO they like about your industry?What DON’T they like about your industry?What DO they like about your company?What DON’T they like about your company?
  103. 103. With regard to what your company provides:Question: Your decision:What is the customer trying to achieve?“jobs to be done” – what are they hiring yourproduct / service to do for them?What is the customer’s biggest problem?What is the customer’s biggest frustration?What is the customer’s greatest desire?How does your offering make them feel?
  104. 104. She is 35-45 years oldShe is a very hard working motherShe is married to a hard working husband & they own their own businessThey have school age children, and the hubby is on the Board of TrusteesShe is a mother that would attend the school camps.She drives a SUV so she has room for everything including the dog.She plays tennis and he is into water sportsShe enjoys a nice wine with friends, and her friends would be just like herWhen they are building or renovating, they use the services of Interior Designers,to make sure it is all done properly, and it looks good when friends come around!Rachel Browne
  105. 105. Describe in < 140 CharactersDescribe your ideal target market customer: (in <140 characters)Describe what your ideal customer really wants: (in <140 characters)
  106. 106. Key Benefits you offer to meet the customer’s needs?Now? Within the next 3-5 Years?
  107. 107. The way you interact with your target customer?Now? Within the next 3-5 Years?
  108. 108. Core Competencies you need to meet the customer’s needs?(e.g. People, Skills, Technologies, Special Abilities)Now? Within the next 3-5 Years?
  109. 109. Geographic AreaGeographic Area
  110. 110. What geographies will you offer your products / services to?Now? Within the next 3-5 Years?
  111. 111. Value DisciplineWhat game are we playing (to win)?
  112. 112. Strategic FocusWhat do your targetcustomers value most?Value Discipline(Generic Strategy)Company examplesLow costConsistencySpeedNo hasslesOperational ExcellenceDell, Wal-Mart, FedEx,McDonalds,South West AirlinesState of the artProducts and Services Product LeadershipApple, Sony, Intel, Merck,Pfizer, Nike, 3MCustomized productsPersonalized solutions Customer IntimacyMcKinsey, Nordstrom, IBM,Ritz Carlton
  113. 113. "Different customers buy different kinds of value.You cant hope to be the best in all dimensions,so choose your customers and narrow your value focus.Producing an unmatched level of a particular valuerequires a superior operating model,a machine dedicated to just that kind of value."
  114. 114. What is your chosen Value Discipline (Generic Strategy)?Question: Your decision:What is your chosen Value Discipline?
  115. 115. Core vs. Non Core Activities
  116. 116. List all the activities you currently performNow?
  117. 117. “Leaders must decide:What is our business?What should it be?What is not our business?What should it not be?”Peter Drucker
  118. 118. “Strategy is resource allocation.When you strip away all the noise,that’s what it comes down to.Strategy means making clear cutchoices about how to compete.You cannot be everythingto everybody.You have to figure outwhat to say NO to”Jeff Immelt
  119. 119. “Many managers do notunderstand the importanceof having a clear strategy.Strategy is aboutmaking trade-offs.The essence of strategyis choosing what NOT to do.”Michael Porter
  120. 120. “The difference betweensuccessful peopleand very successful peopleis that very successful peoplesay "no" to almost everything”Warren Buffett
  121. 121. “There is nothing so useless as doing efficientlythat which should not be done at all.” Peter Drucker
  122. 122. CORE vs. CONTEXTCORE: Activities where you have “special abilities”that create a dramatic and meaningful point of differencein the mind of your target market customerCONTEXT: Any activity that does NOT differentiateyour company from the target customers viewpoint.(With these activities you aim to meet, but not exceed,the minimum acceptable standard to perform this activity)
  123. 123. 3-5 Year Strategic Moves
  124. 124. “Every leader needs toclearly explain the top 3 thingsthe company is working on.If you cant,then youre not leading well”Jeffrey Immelt
  125. 125. On an annual basis thoroughly review and update your:Vision (BHAG© / Core Values / Core Purpose)Industry AnalysisTarget Market & Geographic AreaValue Discipline (Generic Strategy)Core vs. Non Core ActivitiesThen, using these workshops as the context…..Strategic Decision Time!
  126. 126. List all the Strategic Moves you have identified so farNow? Within the next 3-5 Years?
  127. 127. What are the top 3 strategic moves to position your firmfor industry success within the next 3-5 years?3-5 Year Strategic Move Person Accountable1.2.3.
  128. 128. Make it obvious!
  129. 129. “Our people” is not a strengthWhat is it about your people that makes your team strong?E.g. “Highly qualified people”“Marketing” is not a weaknessWhat is it about marketing that is weak currently?E.g. “Insufficient target customer leads”“Communication” is not a weaknessWhat is not being communicated?E.g. “Strategy not well understood”Be specific: Use 3-5 word phrases
  130. 130. What are the key strengths / assets / competencies withinyour current business that you can leverage?Rank your Top 5 Strengths in order:
  131. 131. What are the biggest weaknesses within your current businessthat could be fixed or improved in the next 12 months?Rank your Top 5 Weaknesses in order:
  132. 132. What opportunities can you pursue over the next 12 months(aligned to your BHAG & 3-5 Year Strategic Moves)that will position your company for future success?Rank your Top 5 Opportunities in order:
  133. 133. What external threats do you need to reduce(or closely monitor) to ensure they do not derail your plans?Rank your Top 5 Threats in order:
  134. 134. Current Strategic Projects
  135. 135. SpecificMeasurableAchievableRelevantTime boundSAMRT
  136. 136. What are the top 3 Strategic Projectsyour company (or team) needs to execute this quarter?- Must address one or more issues described in your SWOT analysis (relevant)- Tangible end-point milestone (you know when to pop the cork)- Balance short-term business improvement initiatives (improving “what is”)vs. building long-term strategic capability for the future (creating “what will be”)Company Strategic Project DueDatePersonAccountable1.2.3.
  137. 137. “However beautiful the strategy, youshould occasionally look at the results”
  138. 138. @RESULTSdotcom @StephenLynch

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